The acquisition of skills is a priority for companies and organizations, which strive to have competent individuals in management roles capable of making critical decisions for operational survival. To achieve this, they invest in training programs that enhance strategic thinking, resource management, and leadership skills (Pereda et al., 2016). In knowledge management, Wang and Xiao (2009) emphasize the importance of recognizing and valuing critical processes, such as attracting and satisfying customers, and aligning these with the organization’s strategy, particularly in human resource management. Recognizing and cultivating managerial competencies, especially emotional intelligence, is essential (Valeri, 2024). Human resource strategies shape employee skills, attitudes, and behaviors, directly impacting organizational performance (Collins & Clark, 2003). Dolan (2005) argues that a company with skilled personnel has a crucial asset that can provide a competitive advantage through effective information adaptation across contexts. This asset can be a key differentiator that drives success by offering a competitive advantage, particularly through the effective communication and adaptation of specialized technological, strategic, or commercial information to diverse contexts. Dolan refers to this tool as emotional intelligence, a concept that emerged in the scientific literature in the late twentieth century. Despite its relatively recent introduction, emotional intelligence has gained significant prominence, exceeding initial expectations in its impact and relevance in contemporary settings.